1.
Organizational Culture, Socialization,
and Mentoring for Talent
Seta A. Wicaksana
Founder and CEO of www.humanikaconsulting.com

2.
Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Managing Director of Humanika Amanah Indonesia – Humanika Consulting
• Managing Director of Humanika Bisnis Digital – hipotest.com
• Wakil Ketua Asosiasi Psikologi Forensik Indonesia wilayah DKI
• Business Psychologist
• Certified of Assessor Talent Management
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Certified of I/O Psychologist
• Dosen Tetap Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Penulis Buku : “SOBAT WAY: Mengubah Potensi menjadi kompetensi” Elexmedia
Gramedia 2016, Industri dan Organisasi: Pendekatan Integratif menghadapi perubahan,
DD Publishing, 2020. Human Factor Engineering: Manusia dan Lingkungan Kerja. DD
Publishing, 2021, Psikologi Industri dan Organisasi, DD Publishing, 2021
• Organizational Development Expertise
• Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas Ilmu Ekonomi dan Bisnis
Universitas Pancasila Bidang MSDM Disertasi Peran Utama Budaya Organisasi dalam
Agilitas Organisasi di Lembaga Pemerintah Non Kementrian XYZ
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Mathematics: Cryptology sekolah ikatan dinas Akademi Sandi Negara

3.
Organizational
Culture
• Organizational culture
• set of shared, taken-for-
granted implicit assumptions
that a group holds and that
determines how it perceives,
thinks about and reacts to its
various environments
• Organizational culture exists at
two levels
• Observable symbols
• Underlying values

4.
Levels of Corporate
Culture
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copied or duplicated, or posted to a publicly accessible website, in
whole or in part.
4

5.
Layers of
Culture

6.
Emergence and
Purpose of Culture
Provides sense of organizational identity
Two critical functions in organizations:
• To integrate members so they
know how to relate to one
another
• To help organization adapt to
external environment
Internal Integration – collective identity and
know how to work together
External Adaption – how the organization
meets goals and deals with outsiders

7.
Observable
Aspects of
Organizational
Culture
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Reserved. May not be scanned, copied or
duplicated, or posted to a publicly
accessible website, in whole or in part.

8.
Organizational Rites and Ceremonies
Rites of passage
TYPE
Basic training, U.S. Army Facilitate transition into new
roles; minimize differences in
way roles are carried out
Reduce power and identity;
reaffirm proper behavior
Enhance power and identity;
emphasize value of proper
behavior
Encourage common feelings
that bind members together
EXAMPLE
POSSIBLE
CONSEQUENCES
Firing a manager
Mary Kay Cosmetics
Company ceremonies
Office party
Rites of degradation
Rites of
enhancement
Rites of integration
Source: Adapted from Trice, H. M., and Beyer, J. M. The Cultures of Work Organizations.
Englewood Cliffs, N.J.: Prentice-Hall, 1993, 111.

9.
Organizational
Culture
Characteristics
• Passed on to new
employees through the
process of socialization
• Influences our behavior at
work
• Operates at different
levels

10.
Characteristics
of Organizational
Culture
• Innovation and risk-taking
• Attention to detail
• Outcome orientation
• People orientation
• Team orientation
• Aggressiveness
• Stability

11.
How Organizational Culture Forms
Selection
criteria
Socialization
Organization's
culture
Philosophy
of
organization's
founders
Top
management

12.
A Conceptual Framework for Understanding
Organizational Culture

13.
Layers of Organizational Culture
• Observable artifacts
• Consist of the physical manifestation of an
organization’s culture
• Acronyms, manner of dress, awards, myths and
stories, published lists of values, observable rituals
and ceremonies, special parking spaces, and
decorations

14.
Layers of
Organizational
Culture
• Values
• Concepts or beliefs that
pertain to desirable end
states, transcend situations,
guide selection of behavior
and are ordered by relative
importance
• Espoused values
• Represent the explicitly
stated values and norms that
are preferred by an
organization

15.
Layers of Organizational
Culture
• Enacted values
• Represent the values and norms that actually
are exhibited or converted into employee
behavior
• Based on observable behavior

16.
Example:
Williams-
Sonoma’s
Espoused
Values

17.
Layers of Organizational
Culture
• Basic assumptions
• Constitute organizational values
that have become so taken for
granted over time that they
become assumptions that guide
organizational behavior

18.
Four
Functions of
Organizational
Culture

19.
Competing
Values
Framework

20.
Outcomes
Associated
with
Organizational
Culture
Clearly related to measures of
organizational effectiveness.
Employees are more satisfied and
committed to organizations with clan
cultures.
Innovation and quality can be increased
by building characteristics associated
with clan, adhocracy, and market
cultures into the organization.

21.
Outcomes
Associated
with
Organizational
Culture (cont.)
An organization’s financial
performance is not very
strongly related to
organizational culture.
Companies with market
cultures tend to have more
positive organizational
outcomes.

22.
Correlates of
Organizational
Culture

23.
Culture Strength and
Organizational
Subcultures
• Culture strength is the degree of
agreement among members of an
organization about specific values
• Subcultures reflect the common
problems, goals, and experiences of
a team or department
• Different departments may have
their own norms
©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

24.
Organizational Culture, Learning, and
Performance
• Culture is important to learning and innovation during
challenging times
• Strong cultures include constructive adaptation
with the following values:
- Concern for employees and customers
- Flexible behavior
- Encouragement of risk taking, change, and
improvement
©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

25.
Constructive Versus
Non-Constructive
Cultures
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Reserved. May not be scanned, copied or
duplicated, or posted to a publicly accessible
website, in whole or in part.
25

26.
Keeping a
Culture Alive

27.
Conditions
for Culture
Change
• A dramatic crisis
• Turnover in leadership
• Young and small organizations
• Weak culture

28.
Change:
Transition:
Situational – e.g. revising
organizational values
Psychological – internalizing and
coming to terms

29.
KINE 3240
CHANGE IS A PROCESS
OF TRANSITION
PRESENT
STATE
TRANSITION
STATE DESIRED
STATE
Unfreezing Occurs Refreezing Occurs
Driving Forces Restraining Forces

30.
The Process of
Culture Change
• Organizational members teach
each other about the
organization’s preferred values,
beliefs, expectations, and
behaviors

31.
Lewin’s Three-Step Change Model
Refreezing
Moving
Unfreezing
• Unfreezing: getting ready for change
• Moving: making the change
• Refreezing: stabilizing the change

32.
The Process
of Culture
Change
Formal statements of organizational philosophy, mission,
vision, values, and materials used for recruiting, selection
and socialization
The design of physical space, work environments, and
buildings
Slogans, language, acronyms, and sayings
Deliberate role modeling, training programs, teaching and
coaching by managers and supervisors
Explicit rewards, status symbols (e.g., titles),
and promotion criteria

33.
The Process
of Culture
Change
Stories, legends, and myths about key people and events
The organizational activities, processes, or outcomes that leaders pay
attention to, measure, and control
Leader reactions to critical incidents and organizational crises
The workflow and organizational structure
Organizational systems and procedures
Organizational goals and the associated criteria used for recruitment,
selection, development, promotion, layoffs, and retirement of people

34.
Organizational
Socialization
• Unfreezing
• Arouse dissatisfaction with
the current state
• Activate and strengthen top
management support
• Use participation in decision
making
• Build in rewards
• Organizational Socialization
• Process by which a person
learns the values, norms,
and required behaviors
which permit him to
participate as a member
of the organization
Unfreezing the Status Quo

35.
A Model of Organizational Socialization

36.
Phase 1:
Anticipatory
Socialization
• Occurs before an
individual joins an
organization
• Involves the information
people learn about
different careers,
occupations, professions,
and organizations

37.
Phase 2: Encounter
• Employees learn what the
organization is really like and
reconcile unmet expectations
• Onboarding programs
• help employees to integrate,
assimilate, and transition to
new jobs by making them
familiar with corporate
policies, procedures, and
culture and by clarifying work
role expectations and
responsibilities

38.
Chapter 15: Cultivating Organizational Culture 38
Possible Outcomes of the Socialization Process
❖Job satisfaction
❖Role clarity
❖High work motivation
❖Understanding of culture,
perceived control
❖High job involvement
❖Commitment to organization
❖Tenure
❖High performance
❖Internalized values
❖Job dissatisfaction
❖Role ambiguity and conflict
❖Low work motivation
❖Misunderstanding, tension,
perceived lack of control
❖Low job involvement
❖Lack of commitment to
organization
❖Absenteeism, turnover
❖Low performance
❖Rejection of values
Successful socialization is
reflected in:
Unsuccessful socialization is
reflected in:

39.
Phase 3: Change
and Acquisition

40.
Socialization Tactics

41.
Refreezing
• Build success experiences
• Reward desired behaviour
• Develop structures to
institutionalize the change
• Make change work

42.
Embedding
Organizational Culture
through Mentoring
• Mentoring
• The process of forming
and maintaining
developmental
relationships between a
mentor and a junior
person

43.
Developmental Networks
Underlying Mentoring
• Diversity of developmental
relationships
• Reflects the variety of people in a
network used for developmental
assistance
• Two sub-components
• Number of different people the
person is networked with
• Various social systems from which
the networked relationships stem

44.
Developmental
Networks
Associated
with Mentoring

45.
Mentoring
• Developmental relationship strength reflects the quality of
relationships among the individual and those involved in his
developmental
network

46.
Personal and
Organizational
Implications
It is important to foster a broad
developmental network because the number
and quality of your contacts will influence
your career success.
Job and career satisfaction are likely to be
influenced by the consistency between an
individual’s career goals and the type of
developmental network at his disposal
A developer’s willingness to provide career
and psycho-social assistance is a function of
the protégé’s ability, potential, and the
quality of the interpersonal relationship

47.
Sources of Individual Resistance to Change
Security
Economic
factors
Individual
Resistance
Fear of
the unknown
Selective
information
processing
Habit

48.
Cynicism About
Change
• Feeling uninformed about what was
happening
• Lack of communication and respect
from one’s supervisor
• Lack of communication and respect
from one’s union representative
• Lack of opportunity for meaningful
participation in decision-making

49.
Sources of
Organizational
Resistance to
Change
Organizational
Resistance
Threat to established
resource allocations
Structural
inertia
Threat to established
power relationships
Limited focus
of change
Threat to
expertise
Group
inertia

50.
Emotional
Response to
Change

51.
Learning and Giving for
Better Indonesia
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